rdec | global energy management and leadership
TRANSCRIPT
1Leadership {Global Energy Management}
2
LeadershipInnovation
„… we make others great …“
„Innovate Your Business, Now“we develop business models | we build companies | we change markets
created 23.06.2015 | updated: 23.06.2015 | Version V2.5 | Author: RD | Location: Munich | Language: English | Event: Interactive with University of Houston
Qeis Kamran Bernd Michler Susi AndrianiCristina Araujo
Richard Diks“… focusing on Customer Success Management … “
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“Today, Richard Diks supports established and start-up businesses as Business Transformation Manager with his interdisciplinary team within Entrepreneurial Consulting, Management and Coaching projects to develop and realize an individual Business Innovation and market its market momentum.”
By his agile business transformation methodology based on holistic Management Model and Business Engineering Change Management Framework of University of St. Gallen he transforms businesses in implicit way and creates necessary „Center of Gravity“ to transform the culture of the company sustainably to necessary innovation culture.
Projects are actually run within the Diamond Model with interdisciplinary working groups out of Subject Matter Experts and lots of interactivity to realize know-how transfer and build-up team experiences for long-term success.
Before starting his Entrepreneurial business as CEO and Founder of Richard Diks | Entrepreneurial Consulting, he started his career as freshly graduated Engineer at IBM Software Group. Here, he has got inspired very quickly from challenges of complex Software and Innovation Sales and Top Level Management Relationship within Operational Sales Excellence areas.
Within his career at IBM Software Group, he achieved IBM Golden Circle Award in 2007 and was named as worldwide role model for his competitive sales successes and strategic Sales excellence.
After leaving IBM, Richard Diks, joined Microsoft Platform Strategic Sales organization with lots of awards for his winning sales spirit at worldwide customers in Enterprise Services Group. Within his Executive MBA studies in Business Engineering at University of St. Gallen he supported Microsoft in his change from a product-company to a services-company by piloting a new customer-and-communication-centric virtual sales organization developed within his Master-Thesis with tremendous success in business growth.
@richard_diks
Our Mission
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we develop business models | we build companies | we change markets{ }
Digital Transformation
Customer Experience Transformation
Business Transformation
Innovation | constructive destruction
„ … changes we experience in business, we experience in private life, too: Innovation and it’s consequences … “
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„In a few hundred years, when the history of our time will be written from a long-term perspective, it is likely that the most important event historians will see is not technology, not the Internet, not e-commerce. It is an unprecendented change in the human condition. For the first literally - substantial and rapidly growing numbers of people have choices. For the first time, they will have to manage themselves. And society is totally unprepared for it.“(Peter Drucker)
It always starts with an idea„ … new ideas are great, but these have to be realized, too …"
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Innovation <= Contextuality of right pieces in right time and right location
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Lot’s of qualified ressources | globally distributedplenty of money | individually tied
Know-How | nearly unlimited information
technology | gets cheaper, smaller and globally available+
Entrepreneur Personality +
Leadership
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Innovation creation can be hard & painful if there is no innovation-
culture; alternative is you are lucky!!
Successfactors, KPIs, relevant business areas„ … find a business model within following success factors …"
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Agility Authenticity ContextualityDesign
EnergyCustomer Success
ManagementStrategy Innovation
„ … ALL embedded and in right context brings you right USPs and Unfair Advantages to scale your business with sustainable advantages to competition…“
KPIs
Cultural Level Maturity (Limitations)
Teaming in networks„ … Our core team is working closely together in common projects with individual expertise and experts in the background …"
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Qeis Kamran
Strategy
Bernd Michler
Channel Management
Susi Andriani
Innovation Management &
Scouting
Cristina Araujo
Energy Personal, Team,
Company
Richard Diks
Customer Success
Management
Our portfolio„ … we provide experience, know-how and innovation within our unique methodology …"
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„Move“ Performance Activation
Business Innovation Canvas @ customer: Business Unit - Storage
Document Name: Business Innovation Canvas
Client and Business Area: Empalis | Business Unit Storage
Purpose: Business Scalability Architecture
Methodology: Innovate Your Business 2.0 | SCRUMed
Author: RDEC v1.2 (release 1.1)
Document created on: 09.04.2014 | last update: 16.04.2014
“I like to have a scalable and responsive organisation to execute my business in sustainable way.” (Bernd Michler)
Issues
Infrastructure Issues
• Business prediction / planning with cleansed data missing
• CRM platform missing
• Multichannel Sales concepts missing
• overlapping business models | not enough synergys
• E-Mail used as communication platform to organize business
Operational Issues
• Business goals shortterm & longterm missing
• Strong adhoc business with Bernd Michler in strong dependency
• Awareness events adhoc and opportunity based
• addressing whole market potential means new hiring
• Existing know-how in consultant’s brains - not in workflows and processes
• 85% of new business leads coming from customer on site
• Lots of internal discussion (ping-pong) with new / non-established opportunities
• Rythm of business is too close to Q4 | risk of business slipping and HR burnout
• Contract Contingents needs new projects and opportunities
• Bernd Michler backbone of Business
• TSM trainings decoupled from operational TSM business + no planning possible
• Sales Plays today available, but unstructred and every time individually actions
• Lots of business ideas - missing link from business development to sales process
• Residency investments not enough correlated to operational business
Strategic Issues
• Backup & recovery business will shrink or change in next years
• Evolve Business towards Big Data Analytics and Cloud later on
• Customers treated indvidually not industry categorization
• Personal Capacity of Bernd Michler is limited of strategic activities
• Relationship Model discussion: Solution Sales vs. Key Account Management
• Reposition personal resources with higher margins
• Channel and endcustomer business treated similar
• Lots of small customers | possible business potentials misunderstandings
• Clear company profile (Empalis) & vision missing | website and documents
• Persona Innovation Maturity not integrated well
Autonomy Crisis | Growth by Delegation
Control Crisis | Growth by Co-ordination
Redtape Crisis | Growth by Collaboration
Growth Crisis | Growth by Alliances
Leadership Crisis | Growth by Direction
we develop business models. we build companies. we change markets.
Business Innovation Value Chain
Project Big picture
Setup Change towards Your customer and
new Business Units by IYB2.0 | SRUMed
Monitor activities by
individual project portal
for transparency and risk
Big Picture | value of Sales Plays
• Sales Play “TSM Service” as business platform based on product lifecycle ot TSM
and customer maturity model
• Sales Play “Butterfly” for Big Deals to build-up business relationship and longterm
business for Business Unit
• Sales Play “TSM Trainings” to offer proactive Trainings to customers based on
customer maturity and TSM lifecycle at customer out of Sales Play “TSM Services”
• Sales Play “Security” to upsell existing TSM customer base on customer maturity
and TSM lifecycle at customer
Benefits of Sales Plays | overall
• streamlined customer centric Sales Process supported by Business Analytics and
prediction
• existing resources work togehter on customer centric challenges
• Improved customer process for services
• Improved Sales Funnel Planning and execution
• Adress full “Late Majority and Leggards” in Information Diffusion Model
• Defined new simple business model for Business Unit Storage with focus
• Improve the Innovation Persona Maturity a little bit
TSM Services | Sales Plays
• TSM-Services (Upgrade, Healthcheck, Migrate, etc.) will be offered dependent on
customer maturity and TSM lifecycle
• Ressources get individual Roles & Responsiblities dependent on lifecycle status
• Trainings, 3rd parties and tools get integrated dependent on lifecycle status
• Sales Play can be offered dedicated to Channels or to direct customers
• Sales Play can be extended if neccessary
• it should realized in iterations to realize smooth integration into organization
• we suggest “Tivoli Rad” for common communication of Sales Plays
Butterfly | Sales Plays
• Butterfly is new hollistic Sales approach of IBM to sell hardware, software, services
• Sales Play is separated into 3 stages: Free event to get awareness, Business
Assessment with Butterfly Canvas for fixed price and a project by time and material
• Sales Play needs people with T-skills for positioning and realization of Business
Assessment
• Sales Play well be supported with individual web presence, Customer Awareness
event and customer communication document (Presentation, flyer and whitepaper)
• Sales Play is for end-customer scenarios only today
• it should realized straight forward starting with 3 to 5 pilot customers
• we suggest a agile based project to reduce risk and establish fast growth
WWW
Website
CRM
CRM
Proj
Project
Management
Bill
Billing
E AP SP
Event Service
Packages
Agile
Project
A
Assess
2,5%Innovators
13,5%Early Adopters
34%Early Majority 34%
Late Majority
16%Leggards
2,5%Innovators
13,5%Early Adopters
34%Early Majority 34%
Late Majority
16%Leggards
Customers
Prospects
Leads
Customers
Prospects
Leads
© 2014 | Richard Diks Entrepreneurial Consultung
Business Capacities
Se
Awareness EvaluationDelivery +
Purchase
Butterfly (Big Deals) - Game Changer Sales Play
Tools
Ressources
WWW
Services E A Pfree fixed price effort based
S
CRM CRM Proj Bill
TSM Services - Basis | Scalability Sales Play
TSM Trainings - Add-on Sales Play
Security - Add-on Sales Play
Channel Direct Sales
Awareness EvaluationDelivery +
Purchase
Forward
iterative
IT-Systems
Integrate explicit Trainings for
customer when Data is available
Understand Security Awareness at
customer site and integrate
Preparation
• Customer Profiling
• Customer Maturity Model
Awareness EvaluationDelivery +
Purchase
Awareness EvaluationDelivery +
Purchase
Company: Empalis Consulting GmbH | www.empalis.com
Focus: Germany | Industry: IT
General Management: Rainer Schilling, Peter Röder
Shareholder: not available
Sto
rage
...
...
Management
Operations
+ 12x Consultants
+ 4x Sales
+ 3x Backoffice
Business Goals | shortterm & longterm: not available
2x GSE Event
Website
Sales Jour Fixes
monthly Sync in Team
Concat
IBM
Jamdodat
Cristie
KEOS
Relationship to IBM
Volkswagen
DMCFiducia
Awareness Evaluation Delivery Purchase
Ressources S Se
Channels Direct & Indirect Sales
Services
IT-Systems
Healtheck
W P S C B Bc A Pr I C P
A I C P Bo
S Sales
Business Consultant
Architect
Implementer
Change Manager IT
Project Manager
System Engineer
AICP
Roles (Ressources)Multiplicators (Ressources)
S Success Story
W Whitepaper
P Customer Presentation
C Butterfly Canvas
B Business Case
Pr Process Model
SeBc
Canvas Details
Next steps:
1. Detailing open questions
2. Setup PoC | Pilot for Sales Play “TSM Services”
3. Integration of PoC | Pilot “TSM Services” into organization
4. Setup PoC | Pilot for Sales Play “Butterfly”
5. Integration of PoC | Pilot “Butterfly” into organization
TransformationImprove Time-to-Market | Establish Growth | Reduce Risk | Transfer Know-How
Sales Execution today Target Business Innovation Architecture
Company
Vision Statement
Business Development
Connecting IT-Trends: no connection | Big Data Analytics & Cloud
New Services | Time-to-Market: slow
| Cost-to-Market: not available
| Success-Rate: not available
Burnrate | New Services (in EUR): not available
| New Services (in months): not available
| No Business (in months): not available
Business Margins | Profit Contribution (per month): not available
| Profit-revenue-ratio (in %): 24%
Sales Plays | Forecast: ISILON - TSM
| Qualified: TSM-Services, Butterfly
| Sales Play - Prospects: TSM Manager
Human Resources | Resources Utilization: 120% (Sales)
| Revenue / Team: not available
| Organizational Energy: comfortable
Business Healthiness | Average revenue overall: EUR 2 Mio
| Average growth overall: 19%
| Average growth consulting: 42,3%
| Business Majority: 59% with Top 10
| Business Rythm: Q4
Business Innovation DNA: IBM Tivoli Storage Manager, Good
Reputation to IBM, Technical Deep Dive (Residencies)
Upgrade
Migrate Migrate-off
Platform Switch
Rollout Redesign
New Features ...
IBM Lab Flashcopy
Miele
Concat
...
“For Business Automation Capabilities we propose a Business platform for scalability and new Services to scale out - independent from resources and by a customer centric approach, described as
Sales Plays”
Channel Direct Sales + Channel Sales
Ressources S A CI
WWW CRM CRM Proj Bill
Services A free SP Value based pricingE free
Overall existing services business vs. Sales Plays business
Existing services revenue with following components
• Services revenue without Trainings
• Trainings revenue
Additional Info - existing business
• Services Revenue estimated with 53% of overall revenue
• Overall Revenue assumption with 9% growth YoY
• In 2014 Services Assumption: “Business Stabilzation”
• Training estimated with 200k for 2014 and 30k additional YoY
New Sales Plays revenue
• TSM Services Sales Play revenue without Trainings estimation of 15%
more revenue and 30% more margins than without Sales Play
• Butterfly full revenue (HW, SW, Services), estimation of 33% margins
• Trainings revenue in combination with TSM Services Sales Play estimation
of 30% more revenue than without Sales Play
• New Security Services revenue with new Security Sales Play in
combination with TSM Services Sales Play
Business Innovation Case
2013 2014 2015 2016 2017
Actual Business
Services /wo Trainings 1.304.987,57 1.325.000,00 1.444.250,00 1.574.232,50 1.715.913,43
Trainings 150.995,00 200.000,00 230.000,00 260.000,00 290.000,00
Sum 1.455.982,57 1.525.000,00 1.674.250,00 1.834.232,50 2.005.913,43
Growth - 4,74% 9,79% 19,34% 28,70%
New Business - Sales Plays
TSM Services /wo Trainings 1.304.987,57 1.325.000,00 1.660.887,50 1.810.367,38 1.973.300,44
Butterfly - 1.000.000,00 2.000.000,00 3.000.000,00 4.000.000,00
Trainings 150.995,00 200.000,00 299.000,00 338.000,00 377.000,00
Security Services - - 300.000,00 600.000,00 1.000.000,00
Sum 1.455.982,57 2.525.000,00 4.259.887,50 5.748.367,38 7.350.300,44
Growth - 73,42% 142,13% 177,07% 204,94%
http://www.richarddiks.com | [email protected] | +49-89-37 98 35 85
Additional revenue by New Sales Plays Additional revenue by New Sales Plays
2014 2015 2016 2017 Sum
Sum (EURs) 1.000.000,00 2.585.637,50 3.914.134,88 5.344.387,01 12.844.159,39
2014 2015 2016 2017 Sum
Sum (EURs) 330.000,00 1.023.292,50 1.440.588,83 1.880.341,82 4.674.223,14
Additional costs occur by customer communications
• Events
• Whitepapers
• Services / Company Presentations
• Services / Company Flyers
• Web Automation
Bo Backoffice
T Trainer
T
S Supporter
...
ISILON TSM
Big customers Business Units | Functions
De-Coupled
Security Consulting
Partners | 3rd party
Training
Administration
Events
Storage Offerings
Business Innovation Canvas
S-Curve Model Information Diffusion
{ Entrepreneur Toolkit
Customer Success
Management
Expert Whiteboarding
RichData.io
Consulting ServiceImplementationHands-OnStart-Ups
EnergyDiamond Model RichModelCanvas Business
Model Canvas +
RichExtensions
KreativRaum
Home
Greiner Modell
Industries and customers„ … every industry is evolving by innovation towards more customer focus …"
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Financial Services | Money Manufacturing | MachinesAutomotive | MobilityRetail | Consumerization
Energy & Utilities | Power Healthcare | Human Travel & Transportation | Logistics
Media | Entertainment Electronics | Signals Communications | Connections
high
low
middle
Disruption Level
Challenges in Global Energy
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Global warming by CO2 => Global Pollution
Bring new Clean energy solutions (innovations) to compensate world-wide energy hunger
Find the right energy mix Water, Solar, Wind
Decentralized Energy | transportation + generation
Intelligent Power transportation (smart grids)
Un-Bundeling (Generation, Transportation, Sales)
Engage with the Customer | how to sell a virtual product with convincing USP(s) + Unfair Advantage
„Energiewende“ - Made in Germany
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Fukushima, 2011 Germany Energy Mix 2015
„Energiewende“ initiated by government + pushing solar industry
Innovation today:Transparency!?
Innovation is gone?
Consumerization concept for energy is
missing
Energy Pass | Houses
Energy Consumption | Electronics
CO2 - Consumption | Cars
Smart Metering | Yello Strom
Solve Global Energy Issues - Howto?
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More innovation by start-ups
smooth and fast transformation by actual energy industry & companies
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• Critical uncertainties: Issues with high uncertainty and high impact (in the top-right quadrant) are the ‘critical uncertainties’ with no clear path of action which keep energy leaders most awake at night. These issues need to be part of the energy leaders’ dialogue and scenario analysis.
• Action priorities: The issues in the high-impact and low-uncertainty space are those which keep energy leaders most busy (bottom-right, ‘action issues’).
• Weak signals: The low-impact and low-uncertainty issues (bottom-left quadrant) include those of perceived lesser importance or those that are still not fully understood and in need of further investigation.
• The responses are translated into issue monitors with the three assessed dimensions: the impact of an issue on the energy sector – this forms the x axis; the degree of uncertainty related to its impact – this forms y axis; the urgency with which we need to address the specific issue – represented by the proportional size of the issue bubble where a larger size corresponds to a higher degree of urgency.
Source: http://www.worldenergy.org/data/issues/
Questions: 1. How can Shell play a new and sustainable role in actual Global energy discussion and our challenges to
reduce CO2 and pollution? 2. What business objectives should Shell start to support energy change and realize real innovation with
business impact? Not Marketing only for nice Brand? 3. What role plays the customer and the gas-stations in your transformation concept? 4. How do you setup the transformation sustainably to reduce risk? 5. Do You see a specific time when Shell should start the transformation?
Case-Study: Business Transformation for Shell
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Customer Engagement objectives
Shell „Innovation initiatives“
Submit Your ideas and benefit from Shell ventures
Focusing on GAS and oil
40.000 gas stations + 10.000 partner stations - the largest network world-wide
Genius or Maniac?„ … Nikola Tesla set the basics in global energy business with no real reputition to his genius …"
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Alternating current
Tesla inductor
Nikola Tesla
Wireless Power / Communication
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Challenges of Business Transformations
Transformation Challenges„ … starting new businesses or changing an existing business is nearly the same …"
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Investment Break-Even
Money
Loose Business
Risk: retain position
Dilemma: Re-Invent Business
Entrepreneurs
real Start-Ups
unpublished work: Richard Diks
established companies
Business change / transformation is often too risky.
Individual aspects of time(duration and start), energy, right
business model, focus, available talents and money make it too
complex to realize
a sustainable and successful change / transformation.
There only two options: Solve the transformation in time or reduce failure if it’s
too late.
Innovation
Business Transformation Map„ … its about progress, not perfection !!! …"
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Situation
Problem(s)
Objective(s)
SPO
good starting point
GoalsS.M.A.R.T
structure
survival
Visionbig picture
Strategyobjective view
Business Model
RichModelCanvas: added value, cashflow, scale and outsource
Customer
reality check
CRMcore system to measure, document, mining, operate and control
Energy
balance
last update: 23.06.15 | V0.9
Situation
Problem(s)
Objective(s)
SPO
Q&A | Discussion
23
Qeis Kamran Bernd Michler Susi AndrianiCristina Araujo
Richard Diks
“… focus on Customer Success Management … “